Four Keys to Creating a Family-Like Corporate Culture

When I think of family, I think of all the folks who play an important role in my life. Of course, that includes all my relatives and the wonderful friends I’ve made along the way. Many of those friends just happen to be the people I work with every day – my Home Instead family.

At Home Instead, we’ve created a culture that feels very much like family – from our home office in Omaha to our franchises all around the globe. This sense of family is reflected in our mantra – which, not coincidentally – is the title of this blog: “To us, it’s personal.”

It’s an intimate sentiment that stems from our core values that focus on faith, dignity and respect, personal and collegial growth and service to others. While we call them core values, they’re essentially our family values.

Like many families, we also value things like fun, creativity, risk, transparency, professionalism and aggressive growth. As I watch our family in action every day, I see our values come to life through our actions. And it makes me proud.

I feel that pride every day, but it feels even stronger today. Entrepreneur magazine has recognized Home Instead, Inc. as one its “Top Company Cultures” of 2018. To me, this recognition feels more special than others. It’s not about our size, financial performance or some other measurement. It’s all about our family.

While the unique traits and tendencies of people make every corporate family different from the next, there are steps any company can take to help create a culture like the one we’ve built at Home Instead. It all starts by being committed to these four things:

Employing strong values. Core values are the bedrock of companies with family-like cultures. A company’s culture will evolve over time. The key to keeping it strong is having a consistent set of values in place.

Exhibiting model behavior. Company leaders must walk the walk and talk the talk. Leaders who stay true to a company’s core values are more likely to earn the respect of their employees. And those employees are more likely to emulate that behavior.

Providing structure. Culture used to be very natural and organic. That left things subject to broad interpretation. These days, we need to be a bit more deliberate. It’s helpful to create a language around your culture that can be reinforced through posters, videos, events and other vehicles.

Empowering ownership. Family-like cultures thrive where people feel empowered. When we own it, we live it. It’s a huge source of family pride.

I believe that a strong corporate culture that feels like family is the backbone of any successful business. Build it on strong values. Reinforce it with model behavior. Structure it around a common language. And empower people to own it.

To us, it’s personal. We’re all family here.

Jeff Huber

Jeff Huber is President and Chief Executive Officer of Home Instead Senior Care. Huber was named President in 2010 and added the role of Chief Executive Officer in May 2015. In his position, Huber oversees global operations and directs strategic planning and advocacy initiatives for the franchise network.

Huber joined Home Instead Senior Care in 1998 as a Franchise Development Manager when the organization consisted of 125 franchises. Today, Home Instead Senior Care provide more than 60 million hours care annually through more than 1,100 franchises offices in 12 countries.